Joint operations offer significant military advantages, yet integration between service branches often encounters challenges. This study examines the integration of naval forces into national air defence, focusing on collaborative processes rather than organizational differences between the Navy and the Air Force. Using Collaborative Governance theory as an analytical framework, the study adopts a qualitative case study design and analysis of official documents, doctrinal texts, and interviews. The findings show that progress in the integration process was primarily driven by individual initiative and shared motivation rather than formal organizational directions. The study contributes to military integration research by identifying key processual factors that both enable and limit joint capability development.